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2021-03-31-accounts

OMAI ¢QDlr QNTS ANNUAL REPORT 2020/2021

CONTENTS

Page 3 - Our Projects

“I wouldn’t be where I am without your help… I’d be screwed! Oh, I’d have had debt collectors, bailiffs at my door. I’d still be just living on a mattress on the floor, nothing else, nothing to be proud of. Basically, I wouldn’t be where I am without your help.”

P A G E 0 3

O U R P R O J E C T S

SAS 16-25 years (Safe Accommodation and Support) Project – Funded by The National Community Lottery, Tudor Trust and Redditch Borough Council

Floating Support 18 – 21 years (25 care leavers) – Funded by Worcestershire County Council

Floating Support 21 – 35 years – Funded by Redditch Borough Council

O U R M I S S I O N , V I S I O N , V A L U E S & P R O J E C T S

P A G E 0 4

Mission, Vision and Values

A society in which every young adult has a safe place to call home and is positively engaged within their local community.

Our mission

·We pro-actively address needs to prevent homelessness in young adults aged 16 to 35

·We provide hosted accommodation at point of crisis and longer term.

·We work together with young adults, their families, and agencies to prevent homelessness.

·We provide a range of learning opportunities around tenancy sustainment and wellbeing.

·We provide an opportunity for people in need of our services to gain trust in people and agencies, feel dignified and not judged and to develop openness to new experiences

Our Values:

Respect

We respect the experiences, values, and ambitions of people at risk of homelessness.

Trust and Support:

We believe that when given support in a relationship of trust individuals at risk of homelessness can be enabled to find solutions to the difficulties that they face.

Safety and Security:

We recognise that everyone needs safety and security, including our staff, our volunteers and those at risk of homelessness.

Diversity and Equality:

We value diversity within the charity and in wider society and we strive for equality of opportunity.

R E P O R T F R O M O U R T R U S T E E M I K E H I L L

P A G E 0 5

TThe year 2020/21 has been challenging year for the Charity, but with the hard work of Staff, Volunteers, and Trustees the Charity has continued to provide support to individuals and families across the Redditch area to prevent homelessness, improve health and wellbeing and provide an opportunity to connect. Support has been provided by group support work and through work with individual clients.

More work is now based on preventive activities although the provision of emergency accommodation is still an important part of our work.

The Covid-19 period has been a difficult period for all involved and has put additional pressures on Staff and Volunteers but has also put additional pressures on young people that were already struggling, and this has resulted in a further increase in demand for our services which is likely to continue as life returns to some sort of normal.

A key aim of the Charity is to work pro-actively with young people to address issues at an early stage of intervention to prevent situations deteriorating which would in turn result in a much harder and costly issues for other agencies to try to address.

The Charity provides targeted support in a reassuring and inclusive manner to its users, the feedback from our young people is positive.

I would like to thank the Staff, Volunteers, and Trustees for their support of the charity over the last year especially during this challenging period in all our lives.

The Charity has been successful in a range of new funding grants and bids, which has helped secure the charities future. The financial position of the charity is secure, although additional funds are required in future years to maintain the same level of support activity.

It is essential that the Charity continues to be viable so it can continue to address the needs of clients.

We know the work the Charity does is valued within the community and we are grateful to individuals and range of organisation’s, companies and foundations that have provided funding and support to the Charity over the year.

The Charity looks forward to continuing to serve its community and to work with partners to provide support to those who require our help.

The Charity ensures as part of its governance that and up to date risk management register is maintained and that the financial position is reviewed at each meeting, we also review the skills base of our trustees to ensure effective experience and knowledge exists within our trustee body.

Mike Hill (BA hons) ACMA ACIS Chair

P A G E 0 6

R E D D I T C H N I G H T S T O P F I N A N C I A L A C C O U N T S 2 0 2 0 - 2 0 2 1 S U M M A R Y

INCOME

2021

2020

G R A N T F U N D I N G £ 1 8 7 , 1 8 8 £ 1 6 5 , 2 9 9 D O N A T I O N S £ 2 1 , 0 8 5 £ 1 8 , 8 2 1 F U N D R A I S I N G £ 3 , 0 8 9 £ 1 6 , 9 9 6 O T H E R I N C O M E £ 3 , 5 9 5 £ 1 3 , 7 4 6 T O T A L I N C O M E £ 2 1 4 , 9 5 7 £ 2 1 4 , 8 6 2 EXPENDITURE S T A F F S A L A R I E S £ 1 4 7 , 5 9 9 £ 1 3 6 , 8 1 9 C L I E N T A C C O M M O D A T I O N £ 4 , 9 7 7 £ 1 5 , 7 3 7 P R E M I S E S R E N T £ 1 5 , 8 8 8 £ 1 4 , 7 1 3 G E N E R A L R U N N I N G C O S T S £ 4 7 , 8 1 2 £ 4 6 , 1 0 1 T O T A L E X P E N D I T U R E £ 2 1 6 , 2 7 6 £ 2 1 3 , 3 7 0

EXPENDITURE

----- Start of picture text -----
T O T A L E X P E N D I T U R E £ 2 1 6 , 2 7 6 £ 2 1 3 , 3 7 0
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R E P O R T F R O M O U R P R O J E C T M A N A G E R S U S A N S A D L E R

P A G E 0 7

Well, it has been a very different year, but together the Redditch Nightstop team were determined to continue to provide support to prevent homelessness and ensure that our services remained accessible. The Redditch Nightstop team and I have risen to the challenge in ensuring that Redditch Nightstop remained operational throughout the pandemic.

We made it our priority to secure funding for technology and mobile phones for both staff and young people as we knew that for part of the year our support work would become virtual. We provided zoom/teams meetings, allowing young people a visual connection during support and WhatsApp, which young adults found an effective way of keeping in contact. In place of hosted accommodation, we funded hotel accommodation, when appropriate. We continued to provide food for a range of different circumstances. We adapted our learning programme to deliver learning virtually in client homes.

A direct impact of Covid-19 was the increase in demand for our mental wellbeing service delivered by Headgym. Our monitoring showed that our current funding would not meet the demand; our young people needed the support for a longer period. We were successful funding applications to Awards 4 All and the Worcester Community Foundation to meet the need.

Our working practices throughout the pandemic continued to adapt according to Government and Public Health guidance. Safe working with young people face-to-face at the office and in the community has been resumed.

Throughout the year the momentum of our work continued with our existing clients, and new referrals. As a result of our proactive approach young people have benefited from our support, dealing with their needs to prevent decline. Since 1st April 2020 until 31st March 2021, we have supported 93 young people across all our projects, meeting our outcomes.

We continued to work closely with our stakeholders, to understand how they were working during the Covid-19 Pandemic, especially during times of lockdown, to ensure that we could continue to work together to respond to client needs. We worked with the Local Authority to provide support for people in our age range that were temporarily accommodated by the Governments Everyone In initiative, providing support, food, hardship funds and referral into our service to continue the support.

We have said goodbye and a huge thank you to hosts that have retired during this year; they will always be remembered by staff and young people for their care, understanding and for undertaking such a unique role within the community. We have also welcomed new host households to provide supported lodgings and emergency accommodation recruited on the cusp of lockdown. We delivered host training over zoom, and when it was safe to do so met face to face in their homes. We have maintained communication and plan to restart hosted accommodation in January.

We have continued to receive support from the local community who have raised funds in a variety of ways to top up our Hardship fund, which funds essential items for young people. Although challenging as a direct result of Covid 19, our local festival GlastonBeoley did go ahead under Covid-19 safety regulations and Hardship funds were raised. On the eve of Lockdown our local TK Maxx store contacted us offering us perishable goods, we used this as an opportunity to raise hardship funds. Individuals raised funds running the virtual London marathon and we continue to be supported by a local business who provide a payroll service free of charge and made a generous donation. Local schools, churches, NCS groups and other local business have provided funds and goods.

This year we have built strong relationships with The Tardebigge in Sickness and Relief Fund, who have made generous grants to young people. It is a privilege to be the link between the young person, and the community that wishes to support them.

P A G E 0 8

Redditch Nightstop fosters a supportive and comfortable environment for all, including trustees, staff, and volunteers. We have a knowledgeable and committed board of trustees, staff team and volunteers, all of whom demonstrate a genuine desire to improve the lives of vulnerable young adults and provide direction for our work. Staff work together to support people to overcome complex situations and are always ready to share knowledge, skills and to develop solutions to meet the needs of young adults.

The staff team have engaged in virtual training with Homeless Link and Depaul UK to stay relevant and enhance skills and knowledge. We have worked within our strategic plan to maintain the focus of our work and have met the outcomes of each project. To keep our service up to date with local and national changes and challenges, and to form part of the solution we participate in a variety of virtual homelessness strategic partnership meetings.

The work of Redditch Nightstop is also made possible and enhanced by volunteers within the local community that support us in a variety of ways, accommodation, social media, and administration.

The young adults we support present to us facing serious and significant challenges, in especially difficult circumstances due to the Covid 19 pandemic. Through their own determination, and support from staff, I am proud to observe their self-belief and resilience grow, and progress being made towards a stable and fulfilling life, watching our vision come to life.

We have a positive that relationship with statutory services and other relevant agencies who understand our approach, our work, and the outcomes this achieves for young people.

“Nightstop continue to provide invaluable support for young people experiencing homelessness or at risk of homelessness in Redditch. Their flexibility during the pandemic has supported young people through periods of isolation to continue to develop and progress despite limitations imposed by restrictions to households and services. There have been some impressive examples of young people being securing safe and supported accommodation whilst also being supported to engage in positive activities and higher education. We are delighted to be able to continue working with them as key partners in preventing and tackling homelessness.”

(Amanda Delahunty - Housing Strategy & Enabling Manager, Bromsgrove District & Redditch Borough Councils)

Susan Sadler

R E P O R T F R O M O U R S U P P O R T S T A F F

P A G E 0 9

During the past 12 months, our young people have felt the impact of lockdown and isolation deeply. We can report a continued demand for support for those aged between 16 and 35, with a significant increase in need, especially for those with no professional support networks, family, or friends. Young people were furloughed, colleges were closed, they were cut off from their everyday contacts, routines and stability and were unable to see people within their usual networks. We negated the impact of physical, emotional, and mental decline by making it our priority that young people had the continued stability of our support and provisions. We provided technology, food, increased support time, created social virtual catch up, and funded launderette services. Our learning is for young people that feel unable to engage in any other formal learning environment, accommodating a variety of learning styles and abilities.We continued to deliver learning in different ways to ensure that young people acquired the skills needed for independent living, through support sessions and cooking. We provided the opportunity for achievements and increased the opportunity for openness to new experiences and progression within their own lives, including to formal education and employment.

In total we have provided 3270 hours of support and 2576 interventions for 93 young people.

Homeless young people were housed within hotel accommodation via the local council, who worked within the national Everyone In initiative, however the hotel used had no fridge or cooking facilities. This, combined with a period that many food establishments were closed, and shops were restricted meant these young people were unable to have nutritious meals. We provided food, including fresh produce that needed no refrigeration and items that could be ‘cooked with a kettle’. Vouchers were provided for food outlets that were open so hot meals could be obtained.

Morrisons prepared food parcels for us to collect, giving us a discount and donating some items, which enabled us to make regular deliveries to young people housed within their own tenancies. At times it was difficult for them to obtain food; items were limited, public transport had restrictions and reduced services. Many of the young people we support have low confidence and anxiety and were worried about going out. This delivery service gave us the opportunity to have face-to-face contact with our young people in a safe way, in accordance with government guidelines.

Many of the young people we support had not had the opportunity to develop culinary skills and lacked the confidence or motivation because of their circumstances to cook from scratch. Many were not able to cook; some relied on expensive and often unhealthy ready meals impacting on their income – some regularly went without food. Cooking and developing new skills became a national interest during lockdown; we used this opportunity to roll out our Cooking at Home Project in place of our usual group learning at the Nightstop premises. A grant from Tesco funded equipment and ingredients; we delivered parcels over a 12-week period with different recipes for young people to cook.Participants were supported via zoom by a staff member where required. Store cupboard essentials were provided, including oils, herbs, spice, flour, sugar, and kitchen equipment was provided including scales, hand blender, baking trays, whisk, utensils, mixing bowls, pots, and pans.

The young people made 340 meals and used 22 different recipes. Young people reported that the project gave them confidence to try new foods and methods, helped them to budget and incorporate healthy meals into their lifestyle. They said being provided with essential kitchen equipment meant that they could continue to use the skills learnt. The project met the needs of those that have struggled to engage in group learning.

“ It has definitely boosted my confidence. I ’ d never have thought I could cook these meals ” “ I ’ ’ ” ve tried things I wouldn t normally have “ Now I know how to budget for meals ” “ It ’ s a great way to learn ” “ I liked the zoom, it ’ s good to have reassurance when you ’ re learning something new ”

P A G E 1 0

Our mental health and wellbeing project delivered by Headgym has continued for new and existing clients. After delivering this project for the previous 12 months, we had clear evidence that the service needed to continue, and that some young people needed support for a longer period. 131 one to one sessions were provided for 7 young people. 2 of these were existing clients requiring continued support, 5 young people took up the service during lockdown due to deterioration in their mental health. This service has been essential for those accessing it, as waiting lists are lengthy which has led to mental and emotional wellbeing deteriorating.Evaluation of this provision demonstrated clients accessing the service have shown average improvement of; 25.86% in mental wellbeing.

“Headgym has helped me with my emotional problems, I have benefitted greatly from this support”

Navigating Statutory services can prove to be very challenging for our young people, we provide a package of intensive support to remove barriers and to ensure that they have access to the appropriate services. We ensured that needs and particular vulnerabilities were identified and properly understood, resulting in appropriate accommodation being secured. Without our consistent and persistent support to gather and share information, the young people would have remained homeless or placed in unsuitable and unsustainable accommodation unheard, with devastating impact.

We supported young people to understand their housing options, to make homeless applications to the local council and provide information to support their case such as medical information, detail regarding learning disabilities, housing history, risk factors. We worked to ensure appropriate safe housing by specialist providers for young people, that require daily social care support has been put in place. A lack of formal diagnosis continues to be a frequent reason that young people are denied services. We have worked with social care and GPs to obtain assessments and diagnosis enabling access to specialist provision, including care, housing, and income.

Sofa surfing became much more difficult for young people as restrictions were made to prevent them from visiting other people’s home. The hotel provision used by the local council was not close to transport links or shops, further isolating young people. We funded hotel provision for those not housed by the council or offered accommodation out of area to enable young people to sustain work. We continued to support YP placed in temporary accommodation to move into suitable longer-term housing.

We supported people to apply for housing via the local council and to access private rented property where there was no priority need, some after a long period of homelessness, for example transient living for up to 2 years. We continued to support clients in their situations whilst they waited to be accommodated and we advocated on their behalf for affordable housing. Young people that have been moved into their own accommodation have been supported to access furniture, establish bills, ensure that the correct benefits have been applied for and maintained, supported to access, or maintain employment.

We continued to refer young people under 18 to social care/housing to enable joint assessments. We made direct referrals to supported housing providers YMCA and St Basils for young people over 18 and provided essential household items such as bedding, kitchen equipment, and food parcels to support their transition. Our learning equips young people with the skills needed for independent living. We have designed a comprehensive Tenancy Pack to be delivered to all clients across all our projects. Using this interactive workbook, young people develop skills and knowledge across relevant areas, including finding a home, setting up home, managing finances, being a good neighbour and health and safety.

“You just gave me that bit of a kick up the bum that I needed… Normally it would’ve been my mum [supporting me]. But because she’s no longer here and that, you ain’t got that person you can just report back to, who’d tell you what you need to do and how to do it. Like, we got told how to cook at quite a young age I suppose, but we never got told nothing about the whole financial side, yeah, how to do all that.”

P A G E 1 1

As a direct result of our support, 22 young people were housed and prevented from rough sleeping.

One young person we supported said:

“its genuinely nice knowing people are batting for me”

We also gave advice to people outside our age range that had tried to resolve their situations without success and contacted us as a last resort. One such person emailed to update staff on her situation, stating:

“RBC have contacted me and I am no longer facing eviction! To say I am relieved is an understatement. Thank you so much for understanding and supporting me, you gave me hope in one of the darkest . times of my life and I am so thankful”

We have worked with external funders to obtain essential items for 15 young people to meet a range of needs to enable continued progression. Our partnering with Centrepoint supported 7 YP to access a bursary enabling them to continue employment and education; the bursaries funded bikes, helmets, lights, and locks for 3 young people. It provided public transport costs for 3 young people to travel to work, and financial support towards the cost of university accommodation, set up costs and laptop funding for another young person. Without this funding, those awarded a bursary would not have been able to sustain employment, or access higher education.

The Tardebigge Relief Fund and our internal Hardship Fund has provided flooring, white goods, and other basic household essentials for young people, enabling them to make their accommodation a safe, comfortable place to be. The End Furniture Poverty reports that this provision makes tenancies more sustainable; 100% of young people supported into properties have successfully sustained them.

Mediation has been made available via zoom for parents and young adults, usually at the request of parents or referral agencies, and always with the agreement of all parties. This does not always have to take a formal approach, but always works to support the rebuilding of relationships and the ability to understand each other’s perspective, needs and interests.

Our learning equips young people with the skills needed for independent living. It makes learning and achievements available for young people that feel unable to engage in any other formal learning environment, accommodating a variety of learning styles and abilities. This has led to young people being open to new experiences and progression within their own lives to formal education and employment.

We are centrally located within a hub of wellbeing. Our environment provides a large activity room, with a training kitchen, space to learn, several workstations with computers and phones for young people to use both independently and with support.This space provides the opportunity for young people to observe positive role modelling, and peer mentoring.Additional office space is available for private and confidential support sessions.

C A S E S T U D I E S

P A G E 1 2

Z and A were placed into temporary accommodation after becoming homeless and expecting their first child. During Covid 19 restrictions support was offered remotely. The couple were supported to deal with change of circumstances, anti-social behaviour from the neighbours, council tax, support to set up their new tenancy and CV writing and signposting to employment advice and guidance. Through our intervention the couple were able to experience building a trusting relationship with a professional and began to trust other services and professionals that were being recommended to them. The couple attended a neonatal course with the Parenting Service as arranged by Redditch Nightstop support worker. They have now been housed as a family and through our service accessed The Tardebigge Relief Funding for white goods to the cost of £540, items otherwise unaffordable and continue to maintain a successful tenancy.

G had been supported by Nightstop following the death of her mother. She had remained living in the family home, however, was required to move by the local council and placed into a studio flat. Her only family support was her grandmother who died during the pandemic. Nightstop supported G to move from her studio flat as the property lacked privacy and she felt unsafe in the area she lived in, and through this support secured a 1 bedroomed flat in an area that she felt safe in. G has received ongoing budgeting support and emotional support. G has engaged in learning sessions with Nightstop and received support to maintain her property to a good standard, supported with relationships and healthy living. G was supported to gain employment and was initially working in Retail having a temporary job. She has now secured a permanent job in retail and has kept this position and worked during the ongoing pandemic. Her tenancy has been maintained.

S was made homeless due to family breakdown and offered accommodation out of area which would have resulted in her being unable to go to work.Nightstop funded a hotel locally to enable S to maintain employment. During this period S was supported to apply for accommodation via the local council, who assessed her need for housing. We provided relevant information and she was deemed a priority need and placed on the waiting list. During the waiting period we worked with S to develop essential independent living skills and understand her financial responsibilities via the Tenancy Pack. We were able to access funding to provide white goods, and donations of kitchen equipment. S was supported to establish utility bills, rent and council tax accounts. She has remained in her tenancy and was able to sustain employment.

Wall of Fame The young people we support have all made achievements they are proud of, shown here in our Wall of Fame.

P A G E 1 3

----- Start of picture text -----
OVERCOMING
BEING
ANXIETY PURCHASING SECURED A
ACHIEVING A PROMOTED
TO MEET OWN DREAM
2:1 DEGREE TO MANAGER
WITH PROPERTY CAREER
AT WORK
SUPPORT STAFF
PROACTIVELY LEARNT HOW ATTENDED A NEW ADDRESSED A SIGNED UP
LOOKING TO MAKE SOCIAL SUPPORT LONG-TERM TO A
AFTER PAVLOVA GROUP FOR THE PHYSICAL COLLEGE
MENTAL HEALTH FIRST TIME HEALTH ISSUE COURSE
PAID ALL THE
BROUGHT ALL THE
REBUILT BILLS, MADE AN INFORMATION
AND STILL HAD
RELATIONSHIP KICKED A IMPORTANT REQUESTED
MONEY
WITH CANNABIS CALL TO AN
LEFT AT THE
GRANDPARENTS HABIT INDEPENDENTLY APPOINTMENT
END OF THE
WITH CAP
MONTH
ENGAGED ATTENDED ALL FOUND THE LISTENED TO
JOINED IN
WITH A THE STRENGTH AN
A SOCIAL
COOKING HEADGYM TO ASK ALTERNATIVE
ZOOM GROUP
SESSION SESSIONS FOR HELP PERSPECTIVE
LEARNT TO MANAGED
MANAGE A ANGER LEARNT STARTED SUSTAINED
STRESSFUL BY PRACTICING TO VOLUNTEER SOBRIETY
SITUATION TECHNIQUES DRIVE WORK
CALMLY TAUGHT
----- End of picture text -----

P A G E 1 4

T H A N K Y O U T O A L L O U R S U P P O R T E R S A N D V O L U N T E E R S

P A G E 1 5

T H E D I F F E R E N C E S W E A R E M A K I N G

We know that our project meets the following outcomes:

Homeless young adults will be safely accommodated and have improved health and wellbeing.

Homeless young adults will have improved life skills to sustain independent living.

Homeless young adults will have increased resilience through improved support networks.

Homeless young adults will have reduced barriers to accessing education, training, and employment, countering social isolation.

We would like to thank staff, hosts, volunteers, trustees, funders, and the local community that make our work possible. We would also like to take the opportunity to acknowledge the young adults that put their trust our service, asking for help to overcome the difficult challenges that they are facing.

P A G E 1 6

Unit 4-5 Britten House Britten Street Redditch B97 6HD

Tel: 0152766036

Charity No. 1138158 Companies No. 7302871

info@redditchnightstop.co.uk www.redditchnightstop.co.uk

Redditch Nightstop (A company limited by guarantee) Report and financial statements Year ending 31st March 2021 Company No: 07302871 Charity No: 1138158

Redditch Nightstop Report of the trustees for the year end 31st March 2021

The trustees are pleased to present their annual directors’ report together with the financial statements of the charity for the year ending 31 March 2021.

These prepared to meet the requirements for a directors’ report and accounts for Companies Act purposes.

The financial statements comply with the Charities Act 2011, the Companies Act 2006, the Memorandum and Articles of Association, and Accounting and Reporting by Charities: Statement of Recommended Practice applicable to charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102) (effective 1 January 2016).

Our purpose and activities

The purpose of the charity is to:

The year 2020/21 has been a challenging year for the Charity, with the hard work of Staff, Volunteers, and Trustees the charity has continued to provide support to individuals and families across the Redditch area who have homelessness issues and employability, social and emotional needs. Support has been provided by group support work and through work with individual work with clients.

The Charity has successfully raised additional funds to support its operations.

The financial position of the charity is secure, although additional funds are required in future years to maintain the same level of support activity

More work is now based on preventive activities although the provision of emergency accommodation is still an important part of our work.

The Covid19 period has been a difficult period for all involved and has put additional pressures on Staff and Volunteers but has also put additional pressures on clients that were already struggling, and this has resulted in a further increase in demand for our services which is likely to continue as life returns to some sort of normal.

A key aim of the Charity is to work pro-actively with clients to address issues at an early stage of intervention and to try to stop issues escalating which would in turn result in a much harder and costly issues for other agencies to try to address.

The Charity provides targeted support in a reassuring and inclusive manner to its users, the feedback from our clients is positive.

I would like to thank the Staff, Volunteers, and Trustees for their support of the charity over the last year especially during this challenging period in all our lives.

The Charity has been successful in a range of new funding grants and bids, which has helped secure the charities future.

It is essential that the Charity continues to be viable so it can continue to address the needs of clients.

We know the work the Charity does is valued within the community and we are grateful to individuals and a range of organisation’s, companies and foundations that have provided funding to the charity over the year.

The Charity looks forward to continuing to serve its community and to work with partners to provide support to those who require our help.

The Charity ensures as part of its governance that an up to date risk management register is maintained and that the financial position is reviewed at each meeting, we also review the skills base of our trustees to ensure effective experience and knowledge exists within our trustee body.

The directors of the charitable company (the charity) are its trustees for the purpose of charity law. The trustees and officers serving during the year and since the year end were as follows:

Michael Hill Chair Charlotte Shepard Vice Chair Gary Battersby Secretary Alexandra Stockwell Thomas Stockwell Briony Fuller (Resigned July 2021) Glyn Johnson Dr Benjamin Costello

Members Guarantee

The liability of each member is fixed at an amount not to exceed £1. The company is incorporated as a company limited by guarantee and does not have a share value.

Mike Hill (BA hons) ACMA ACIS

Chair

Unit 4 & 5 Britten House the Old Needle Works Britten Street Redditch Worcestershire B97 6HD

Redditch Nightstop Statement of Financial Activities For the year end 31st March 2021

Income
Lottery grant
WCC funding
Tudor trust
Donations
Supported lodgings client
Supported lodgings housing benefit
Fundraising
RBC funding
Microgrants
Sundry
Bank interest
Expenditure
Salaries
Computer expenses
Rent & rates
General office expenses
Consultancy
Marketing
Meeting expesnes
Office maintenance
Phone/internet
Printing, post and stationery
Staff travel & training
Staff other expesnes
Insurance
Hospitality
Emergency accommodation- hotels
Emergency accommodation- host payments
Supported lodgings host payments
Client expenses
Fundraising costs
Bank charges
Volunteer costs
Affiliation & registration fees
PPE/Covid-19
Depreciation
Client activities
Accountancy costs
Trustee expenses
Net movement in funds:		 Unrestricted
Restricted
-
75,850
-
12,581
-
37,001
21,085
-
1,190
-
2,320
-
3,089
-
23,000
29,250
-
9,507
-
-
85
-
2021		 Total
75,850
12,581
37,001
21,085
1,190
2,320
3,089
52,250
9,507
-
85		 2020
76,003
13,786
33,500
18,821
1,910
1,488
16,996
42,010
9,990
100
258
50,768
164,189		 214,957 214,863
4,930
142,669
4,086
1,027
-
15,888
82
1,238
2,212
-
-
1,248
-
-
65
-
25
2,698
9
957
165
2,944
169
-
2,098
-
-
-
944
-
326
-
3,707
3,079
17,429
840
-
69
-
13
24
63
310
918
669
4,537
-
-
544
259
-
35
-		 147,599
5,113
15,888
1,320
2,212
1,248
-
65
2,723
966
165
3,113
2,098
-
944
326
3,707
20,509
840
69
37
373
1,586
4,537
544
259
35
216,276
(1,319)		 136,819
4,567
14,713
2,525
800
901
87
80
2,418
842
3,895
-
2,139
34
-
1,780
13,957
16,709
3,370
60
506
2,098
-
3,262
1,558
251
-
24,166
192,109		 213,370
26,602
(27,920)		 1,493

Redditch Nightstop Annual accounts to 31st March 2021 Balance sheet

Non-current assets
Fixed assets
Current assets
Cash at bank
Debtors
Current liabilities
Creditors
Deferred income
Net current assets
Reserves:
Restricted
Unrestricted		 2021
13,281
164,254
9,901
3,728
20,500
163,208
23,221
139,987
163,208		 2020
9,329
177,040
1,886
5,228
18,500
164,526
35,966
128,560
164,526

The company is entitled to exemption from audit under Section 477 of the Companies Act 2006 for the year ended 31st March 2021.

The members have not required the company to obtain an audit of its financial statements for the year ended 31st March 2021 in accordance with Section 476 of the Companies Act 2006.

The directors acknowledge their responsibilities for:

These accounts have been prepared in accordance with the special provisions of Part 15 of the Companies Act 2006 relating to small companies.

The financial statements were approved by the Board of Directors on 29 November 2021 and were signed on its behalf by:

Mike Hill Director

Redditch Nightstop

Annual accounts to 31st March 2021 Notes to the accounts

1. Accounting policies

The principal accounting policies adopted, judgements and key sources of estimation uncertainty in the preparation of the financial statements are as follows:

1.1 Basis of preparation

The financial statements have been prepared in accordance with Accounting and Reporting by Charities: Statement of Recommended Practice applicable to charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102) (effective 1 January 2015) - (Charities SORP (FRS 102)), the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102) and the Companies Act 2006. Redditch Nightstop meets the definition of a public benefit entity under FRS 102. Assets and liabilities are initially recognised at historical cost or transaction value unless otherwise stated in the relevant accounting policy note(s).

The Charity has adopted SORP FRS 102 Update Bulletin 1 and taken the exemption from preparing a Statement of Cash Flows on the grounds of its size. In making this assessment the Company has considered a period of 12 months from the signing of these financial statements and the conclusion is the exemption criteria will still apply.

1.2 Preparation of the accounts on a going concern basis

The charity's financial statements have been prepared on a going concern basis on the grounds that current and future sources of funding or support will be more than adequate for the charity's needs. In assess going concern, the trustees have a reasonable expectation that the charity will continue as a going concern and is able to meet all of its obligations as they fall due for a minimum of 12 months from the date of approval of these financial statements.

1.3 Income

Income is recognised when the charity has entitlement to the funds, any performance conditions attached to the item(s) of income have been met, it is probable that the income will be received and the amount can be measured reliably. Income from government and other grants, whether ‘capital’ grants or ‘revenue’ grants, is recognised when the charity has entitlement to the funds, any performance conditions attached to the grants have been met, it is probable that the income will be received and the amount can be measured reliably and is not deferred.

1.4 Fund accounting

Unrestricted funds are available to spend on activities that further any of the purposes of charity. Restricted funds are donations which the donor has specified are to be solely used for particular areas of the charity's work or for specific projects being undertaken by the charity. Appropriate expenditure is allocated against such funds.

1.5 Tangible fixed assets

The cost of fixed assets is their purchase cost, together with any incidental expenses of acquisition. Depreciation is calculated so as to write off the cost of tangible fixed assets less their estimated residual values, over the expected useful economic lives of the assets concerned. The principal annual rates and bases used for this purpose are:

Equipment: Straight line over 5 years Office Improvements: Straight line over 5 years Computer Equipment: Straight line over 3 years

1.6 Debtors

Trade and other debtors are recognised at the settlement amount due after any trade discount offered. Prepayments are valued at the amount prepaid net of any trade discounts due

1.7 Cash at bank and in hand

Cash at bank and cash in hand includes cash within the current account as well as cash within the deposit account and petty cash retained for immaterial expenditure.

1.8 Creditors and provisions

Creditors and provisions are recognised where the charity has a present obligation resulting from a past event that will probably result in the transfer of funds to a third party and the amount due to settle the obligation can be measured or estimated reliably. Creditors and provisions are normally recognised at their settlement amount after allowing for any trade discounts due.

1.9 Pensions

Employees of the charity are entitled to join a defined contribution scheme. The charity contribution is restricted to the contributions disclosed in note 3. There were no outstanding contributions at the year end. The costs of the defined contribution scheme are included within salary costs and charged in proportion to the funds with they relate to.

2. Fixed Assets

Cost at 01/04/2020
Additions
Cost at 31/03/2021
Depreciation at 01/04/2020
Charge for year
Depreciation at 31/03/2021
Netbook value at 01/04/2020
Netbook value at 31/03/2021		 Equipment
2,429
-
2,429
717
537
1,254
1,712
1,176		 Office
Improvements
7,673
-
7,673
1,784
2,652
4,436
5,889
3,237		 Computer
Equipment
942
7,418
8,360
157
1,350
1,507
785
6,854		 Total
11,044
7,418
18,463
2,658
4,538
7,196
8,387
11,267

3. Staff costs and trustees' emoluments

Total staff costs were as follows:

Salaries and wages
Social security costs
Pension costs		 2021
135,848
7,720
4,031
147,599		 2020
125,631
6,999
3,656
136,286

No employees received remuneration of more than £60,000 during the year. Trustees, who are also directors, received no remuneration or expenses and act on a voluntary basis (2020: £nil).

No. No. The monthly number of employees during the year: 6 7

4. Operating lease commitments

As at 31 March 2021 the charity had future minimum As at 31 March 2021 the charity had future minimum lease payments under non-cancellable operating leases as follows:
2021 2020
Within one year 14,400 14,400
Between one and five years 28,800 43,200
43,200 57,600

5. Funds reconciliation

Brought forward funds
Movement in funds:
Trf between funds
Funds to carry forward		 Unrestricted
128,560
26,602
15,175
-
139,987		 Restricted
35,966
27,920
-
15,175
23,221